Tuesday, September 13, 2016

ARE YOU ACCOUNTABLE FOR YOUR ACCOUNTABILITY MEASURES?

I recently put in a proposal for business development training and
coaching to a large AmLaw 100 law firm. As part of the proposal, the firm asked
how I would set up a system of accountability for participants in the program.
Building accountability into a program is difficult. You can neither assume it
will happen nor demand it. Accountability measures require buy in and commitment
from firm leadership but they also require sensitivity by project leaders to
the challenges each lawyer will face in contributing to the project.

Firm leadership often look to accountability measures as a means
of controlling the project to ensure its success. But success comes from
enthusiastic participation in a program, not from metrics. Accountability
measures should be viewed as a tool for the development of individuals; an
early warning system to help identify when people need help accomplishing their
part of the project. Too often, accountability measures can derail the success
of a program if they are not handled correctly.

Be Careful Who You Label as Not Accountable

In the back rooms of your strategic planning meetings, everyone
knows who is accountable and who isn't. Everyone knows who gets things done and
who never seems to accomplish their part of projects. Accountability is not
only dynamic and subjective, it is influenced by a host of conditions, many of
which are out of the control of the person. Stay objective and give the people
you target for your 'accountability' the benefit of the doubt. Seek to
understand first.

Accountability is a Net, Not a Spear.Building accountability into a program's
process should be designed so that everyone has the same standards for
accomplishing their objectives. It should not be a process to weed out and
discipline those who are not doing their part. Instead, processes should be
biased toward helping participants resolve the issues that are keeping them
from accomplishing their parts. Use a rising tide of accountability to
raise all boats.

Take Small Steps.

Accountability is a habit that is built over time. With busy schedules,
client demands and work-life balance, setting objectives and activities which
are too aggressive or sweeping in their scope only serve to frustrate those
involved. Lawyers are skeptical of growth programs and change initiatives,
anyway. Program participants frequently spend as much time and energy passively
evaluating the problems in the program as they do actively working the program.
So make working the program easy.

Deconstruct what you are trying to accomplish and set objectives
that have short time frames and require minimal effort to accomplish. Quick and
easy activities are more likely to get doneand builds
confidence in the process. Monitor the activities closely and set a schedule of
small, frequent tasks to build momentum. Small steps build durable habits.

Set Clear Objectives

Clear objectives are an absolute necessity. Objectives should be
set by the person who will be held accountable for them. Use the SMART goals
formula to design objectives which are clear, achievable and measurable. Too
often, goals are grandiose and sweeping. They are nearly impossible to achieve
let alone make it clear the steps required to achieve the goal. Think micro
objectives. Small is better.

Make it Meaningful

Participants should clearly understand how the activities relate
to the firm's goals. Take time to draw clear lines between the activities and
what the firm is trying to accomplish. If the lines are blurry or the activity
only indirectly contributes to the firm's mission, change the activity. Nothing
frustrates people faster than busy work. Even if you see the link, it is
critical that the participant sees the contribution they are making. People
need meaningful work and a feeling that they are contributing to the greater
good of the firm, especially in the beginning. Start with activities that link
closely to the firm's mission.

Listen for Challenges

Communicate often and listen for challenges that are developing.
Check in on a regular basis and actively listen for the obstacles and
challenges that the lawyer faces in accomplishing their goals. Keep an open
mind and don't prejudge the lawyer's efforts. Brainstorm how to overcome those
challenges and bring others in to help in the process. If necessary, pick
smaller activities which contribute to the goal but are not necessarily part of
the current obstacle. Build momentum sideways if you have to.

Track Progress and Share Successes

Use metrics to track progress. When setting objectives, work with
the person to determine the metrics which will demonstrate progress. Keep these
metrics simple and achievable. Like accountability, the simpler and more
achievable the metrics are the more it builds confidence in the process. Don't
worry too much about actual results in the beginning. Tracking activity is
fine. Activity will lead to results. Celebrate small wins. Sharing leads to
results.

Focusing on achieving results too early in the process can create
skepticism and frustration. It takes time for new initiatives to gain traction
so don't demand results too quickly. Lots of people actively working on a
project is a powerful result by itself.

In large organizations struggling to hold people accountable
across dispersed offices, building a culture of accountability takes time and
an intentional, incremental effort. Accountability measures are a vehicle to
construct contributions to the firm. Build a culture of accountability
incrementally, monitor and adjust frequently and listen to and praise people
often. Before you know it, you'll have more action taken by more people on the meaningful
initiatives that will move the firm forward.

About the Author

Eric Dewey, MBA, is Managing Principal of Group Dewey
Consulting and focuses his practice on business development training and
coaching, strategy, opportunities research and lateral growth support services.
He can be reached at eric@groupdewey.com or by calling his cell at 502-693-4731.